Last week, Somerset Council received a clear warning from Government.
Following an independent review by the Chartered Institute of Public Finance and Accountancy (CIPFA), Somerset Council's financial management was awarded just one star out of five and described as "weak". And last week, the Government issued Somerset with a Best Value Notice because of concerns about the pace of improvement.
Nobody should take any satisfaction from that.
I certainly don't.
I want Somerset Council to succeed because when the council fails, it is residents who pay the price.
The question now is what are we going to do about it?
At the last meeting of Full Council, I seconded a Conservative motion calling for stronger financial oversight and greater accountability. It was about making sure the improvements Somerset desperately needs actually happen.
Why the finances matter
The CIPFA report makes for sobering reading.
It highlights weaknesses in leadership capacity, inconsistent budget ownership, poor financial forecasting, an over-reliance on spreadsheets and manual processes, weak internal controls and, perhaps most importantly, concludes that Somerset Council must improve at a much faster pace if it is to become financially sustainable.
These are issues that affect every single service the council provides.
When financial management is weak, planning applications take longer. Roads deteriorate because maintenance programmes slip. Children's services struggle. Adult social care suffers. Residents pay more but too often receive less.
Before entering politics, I ran my own business. Later, I managed the Bridgwater Chamber of Commerce, working with local businesses every day. One thing business teaches you very quickly is that if you don't have a grip on your finances, you cannot make good decisions. You cannot invest properly. Eventually, the quality of what you deliver begins to decline.
The same principle applies to Somerset Council.
Residents deserve better
Over the past four years, Somerset has declared a financial emergency, relied on repeated Government financial support, appointed six Chief Finance Officers in just over four years, received a one-star financial management rating, spent millions on consultants and agency staff, lost £90 million on poor asset sales, and now been issued with a Government Best Value Notice.
Residents are entitled to expect better.
That is why I supported our motion calling for regular public reporting on improvement plans, measurable milestones and six-monthly reports back to Full Council. If improvements are promised, councillors and residents deserve to know whether they are actually being delivered.
A better future for Somerset
I believe we can get Somerset working again, and it starts by getting a grip on the council's finances. Strong financial management means better planning services, better roads, stronger support for vulnerable people and better value for taxpayers. Most importantly, it means restoring residents' confidence in their council.
Somerset has enormous potential.
With stronger leadership, sound financial management and a relentless focus on delivering for residents, I believe we can turn things around.
We've been good at delivering for Somerset before.
We can be again.
